Leadership and Employee Well‐being

Donaldson‐Feilder, Emma; Munir, Fehmidah; Lewis, Rachel

doi:10.1002/9781118326404.ch8

Cited by 19 publications

(14 citation statements)

References 85 publications

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“…Although much is now known about the processes through which the contextual antecedents of human resource (HR) and leadership practices relate to employee performance, recent interest in sustainable human resources has put a spotlight on the preoccupation with performance at the expense of employee well‐being (Donaldson‐Feilder, Munir, & Lewis, ; Godard, ; Guest, ). For example, research has shown that implementation of high‐performance work systems (HPWS) leads to work intensification and ultimately, impairs employee physical and psychological health (Kroon, Van De Voorde, & Van Veldhoven, ; Loon, Otaye‐Ebede, & Stewart, ; Ogbonnaya, Daniels, Connolly, & Van Veldhoven, ; Van De Voorde, Paauwe, & Van Veldhoven, ).…”

Section: Introductionmentioning

confidence: 99%

“…For example, research has shown that implementation of high‐performance work systems (HPWS) leads to work intensification and ultimately, impairs employee physical and psychological health (Kroon, Van De Voorde, & Van Veldhoven, ; Loon, Otaye‐Ebede, & Stewart, ; Ogbonnaya, Daniels, Connolly, & Van Veldhoven, ; Van De Voorde, Paauwe, & Van Veldhoven, ). Similarly, leadership behaviours such as abusive supervision has been shown to impair employee well‐being (Liang, Hanig, Evans, Brown, & Lian, ), precipitating a growing focus on well‐being in the wider leadership literature (Donaldson‐Feilder et al, ; Inceoglu, Thomas, Chu, Plans, & Gerbasi, ; Jiménez, Winkler, & Dunkl, ; Kelloway & Barling, ; Kelloway, Turner, Barling, & Loughlin, ; Kelloway, Weigand, McKee, & Das, ; Montano, Reeske, Franke, & Huffmeier, ).…”

Section: Introductionmentioning

confidence: 99%

“…Prior research has, for example, employed the ability, motivation, and opportunity (AMO) framework (Ogbonnaya & Messersmith, ) to account for the influence of HPWS on employee well‐being. However, Boxall et al (, p.104) observed that “the AMO framework … is focused on serving the goal of organisational performance rather than employee well‐being.” Similarly, leadership research has not always examined mutuality‐oriented outcomes nor been grounded in a framework that reflects the mutual gains perspective (Donaldson‐Feilder et al, , p. 155). Thus, the question of how organisations can implement human resource and leadership practices that enhance motivation and performance without undermining employee well‐being has not been adequately addressed (cf.…”

Section: Introductionmentioning

confidence: 99%

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Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Aryee

Hsiung

et al. 2019

Human Res Mgmt Journal

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Despite the growing importance of sustainable management of human resources, human resource management and leadership research on mutuality in the employment relationship has proceeded in a parallel fashion. Drawing on self‐determination theory, this study proposes an integrative model of human growth by addressing two interrelated questions: (a) how and why experienced service‐oriented high‐performance work systems (HPWS) and unit service leadership relate to psychological health and service performance and (b) whether thriving at work and psychological health serially mediate the relationships between the two contextual antecedents and service performance. Our findings revealed that experienced service‐oriented HPWS and unit service leadership related to service performance but indirectly through thriving at work. However, experienced service‐oriented HPWS but not unit service leadership related to psychological health through thriving at work. Furthermore, thriving at work and psychological health serially mediated the relationship between experienced service‐oriented HPWS (but not unit service leadership) and service performance.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Aryee

Hsiung

et al. 2019

Human Res Mgmt Journal

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“…One of these has been identified by both academic [4,5,6,7] and institutional [8] publications in the development of leadership or supervisors’ behaviours. In fact, it has been noted that supervisors are key figures in different phases of the work stress process [9,10], and they can significantly influence the efficacy of interventions directed to employees.…”

Section: Introductionmentioning

confidence: 99%

Psychometric Properties of a 36-Item Version of the “Stress Management Competency Indicator Tool”

Toderi

Sarchielli

2016

IJERPH

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The development of supervisors’ behaviours has been proposed as an innovative approach for the reduction of employees’ work stress. The UK Health and Safety Executive (HSE) developed the “Stress Management Competency Indicator Tool” (SMCIT), designed to be used within a learning and development intervention. However, its psychometric properties have never been evaluated, and the length of the questionnaire (66 items) limits its practical applicability. We developed a brief 36-item version of the questionnaire, assessed its psychometric properties and studied the relationship with the employees’ psychosocial work environment. 353 employees filled in the brief SMCIT and the “Stress Management Indicator Tool”. The latter is a self-report questionnaire developed by the UK HSE, measuring workers’ perceptions of seven dimensions of the psychosocial work environment that if not properly managed can lead to harm. Data were analysed with structural equation modelling and multiple regressions. The results confirmed the factorial structure of the brief SMCIT questionnaire and mainly supported the convergent validity and internal consistency of the scales. Furthermore, with few exceptions, the relations hypothesized between supervisors’ competencies and the psychosocial work environment were confirmed, supporting the criterion validity of the revised questionnaire and the UK HSE framework. We conclude that the brief 36-item version of the SMCIT represents an important step toward the development of interventions directed at supervisors and we discuss the practical implications for work stress prevention.

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“…well-being and employee health (Wallace, Butts, Johnson, Stevens, & Smith, 2016;Carmeli & Spreitzer, 2009), however, the underlying mechanism yet to be explored through which thriving effects those variable. Similarly, leadership behavior effects employee well-being (Donaldson-Feilder, Munir & Lewis, 2013;Kuoppala, Lamminpaa, Lira, & Vainio, 2008), but the process through which ethical leadership improves employee well-being is still to be researched. Specifically, in relation to this study the mechanism of how thriving at work and ethical leadership impact employee well-being, is still unexplored.…”

Section: Introductionmentioning

confidence: 99%

Impact of Ethical Leadership and Thriving at Work on Psychological Well-Being of Employees: Mediating Role of Voice Behaviour

Yousaf

Abid

Butt

et al. 2019

Business, Management and Education

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Purpose – We investigated how thriving at work and ethical leadership affects the employee psychological well-being. Further, we also examined the mediating role of voice behaviour between thriving at work and employee psychological well-being as well as ethical leadership and employee psychological well-being. Research methodology – A quantitative research method was utilized to collect data from employees of a telecommunication company. SPSS and Process Macro were used for data analysis. Findings – Results demonstrated that thriving at work and ethical leadership are positively associated with employee psychological well-being. Furthermore, the employee voice behaviour acts as a mediator between thriving at work, ethical leadership and employee well-being. Research limitations – All of the data in this study were collected from single source i.e., employees of information technology industry and also specific to a metropolitan city like Lahore. Further, study has a very limited representation of the females. Practical implications – the findings suggest that organizations should create such an environment where managers are able to have positive verbal interactions with employees that may facilitate their well-being and makes them satisfied with their jobs. Originality/Value – This study is one of the first studies to investigate the association between voice behaviour, thriving at work, employee psychological as well as psychological well-being.

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Leadership and Employee Well‐being

Cited by 19 publications

References 85 publications

Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Psychometric Properties of a 36-Item Version of the “Stress Management Competency Indicator Tool”

Impact of Ethical Leadership and Thriving at Work on Psychological Well-Being of Employees: Mediating Role of Voice Behaviour

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